Preparing Culture Change Agents for Academic Medicine in a Multi-Institutional Consortium: The C - Change Learning Action Network

2013 ◽  
Vol 33 (4) ◽  
pp. 244-257 ◽  
Author(s):  
Linda H. Pololi ◽  
Edward Krupat ◽  
Eugene R. Schnell ◽  
David E. Kern
Keyword(s):  
Culture Change ◽  
Academic Medicine ◽  
Change Agents ◽  
Action Network

scholarly journals The missing meso: Variation in staff experiences of an academic practice initiative and lessons for educational change

2013 ◽  
Vol 9 (1) ◽  
Author(s):  
Patrick Baughan
Keyword(s):  
Educational Change ◽  
Culture Change ◽  
Change Agents ◽  
Theoretical Models ◽  
Academic Leaders ◽  
Academic Practice ◽  
Meso Level ◽  
Academic Conduct ◽  
Staff Experiences ◽  
Planning Approaches

This paper examines variation in change agents' experiences of an intended culture change, following their implementation of an organisation-wide initiative at a single university. The purpose of the initiative was to promote better understanding of a range of academic practice and academic conduct issues amongst students and staff, and generate an institution-wide culture change. The change agents were interviewed and resulting data analysed using the phenomenographic approach, from which four qualitatively different conceptions were developed. The results suggest that a full culture change has not occurred, but that instances of localised changes have taken place. Drawing on two theoretical models, it is argued that in initiatives of this type, greater account needs to be taken of the meso level – cultures and practices in departmental and programme contexts – and that such meso level considerations should be used to complement central planning approaches adopted by academic leaders who design such initiatives.

Improving patient safety in the NHS: the culture change agents

2017 ◽  
Vol 26 (12) ◽  
pp. 708-709 ◽  
Author(s):  
John Tingle ◽  
Jen Minford
Keyword(s):  
Patient Safety ◽  
Culture Change ◽  
Change Agents

Employee Participation in Change Programs

2019 ◽  
pp. 179-199
Author(s):  
Nicholas Clarke ◽  
Malcolm Higgs
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Culture Change ◽  
Change Process ◽  
Change Agents ◽  
Employee Participation ◽  
Contextual Factor ◽  
Intervention Approach ◽  
Implementing Change

This chapter aims to assist those responsible for implementing change to think more about how employee participation or involvement is undertaken during the change process. The chapter starts by providing an overview of the theoretical explanations as to why employee participation in change management is important. The authors then examine the nature of employee participation in three organizations undertaking major culture change programs, each using a different change intervention. They present three case studies that show how the context surrounding the change (comprising drivers, intervention, approach to change, and change levers) influenced the characteristics of employee participation in the change process. They conclude by emphasizing the significance of examining change agents' intervention methodology as a contextual factor to understand better the experience of culture change programs. The key message is that employees' experiences of participation influence their perceptions on the effectiveness of this type of change.

scholarly journals A Conceptual Model Proposal: Universities as Culture Change Agents for Sustainable Development

2020 ◽  
Vol 12 (11) ◽  
pp. 4635 ◽  
Author(s):  
Małgorzata Dzimińska ◽  
Justyna Fijałkowska ◽  
Łukasz Sułkowski
Keyword(s):  
Sustainable Development ◽  
Literature Review ◽  
Conceptual Model ◽  
Culture Change ◽  
Change Agents ◽  
The Body ◽  
Quality Culture ◽  
The University ◽  
The Impact

This paper aims to propose a conceptual model that synthesizes the existing findings concerning universities as culture change agents for sustainable development. The model could serve as a guidance on how universities might get involved in the pro-SD activities. It also underlines the prerequisite of the quality culture that should be introduced within all the activities of universities to successfully act as culture change agents for SD. This paper builds upon the holistic and inter-disciplinary approach to demonstrate that SD does not happen in isolation and that the role of universities in its creation is significant. This study includes a literature review to contextualize the impact of universities on culture and their potential role in SD. The conclusions stemming from the literature review materialize in the proposal of the conceptual model of the university as the culture change agent for SD. The elaborated framework responds to the need for greater clarity, ordering and systematization of the role of universities in the processes of initiating, promoting and modelling the SD-oriented changes while appreciating the role of culture as an enabler, means of social change and a result of SD-focused interventions. The paper contributes to the body of knowledge by offering a novel perspective on the assumed interrelations between university, its quality culture, university main operations such as education, research and engagement with the society as well as the culture and the agency of stakeholders in the context of meeting the world’s current demands without compromising the needs of future generations.

Respiratory Illness Presenteeism in Academic Medicine: A Conceivable COVID-19 Culture Change for the Better

2021 ◽  
Vol 16 (5) ◽  
Author(s):  
Emily Hoffman ◽  
Kelsie Cowman ◽  
Lauren Shapiro ◽  
Priya Nori
Keyword(s):  
Culture Change ◽  
Academic Medicine ◽  
Respiratory Illness

A Model for the Analysis of Cross-Cultural Action Programs

1960 ◽  
Vol 19 (4) ◽  
pp. 212-215 ◽  
Author(s):  
Marion Pearsall
Keyword(s):  
Interpersonal Relationships ◽  
Culture Change ◽  
Change Agents ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Cultural Systems ◽  
Acculturation Theory ◽  
Action Researcher ◽  
Conceptual Distinction ◽  
Contact Situation

As consultants in action agencies, anthropologists, (and other behavioral scientists) face the problem of analyzing and making recommendations in situations where representatives of one culture or subculture are attempting to bring about changes in members of another cultural system. Unfortunately, traditional approaches to culture change and acculturation are vaguest at exactly the points where the action researcher needs to make a clearer conceptual distinction between 1) the analysis of underlying cultural conditions and trends and 2) the analysis of programs and strategies designed to alter these conditions. That is, we have tended to stay at the level of broad social and cultural variables and to analyze change in terms of fairly large structural units, thus contributing much to point (1) but little to point (2). And even at this level, despite numerous attempts to develop a more inclusive acculturation theory, there continue to be more studies of "receiving" cultures per se than of relationships between the two or more cultural systems involved in any contact situation. Such studies are valuable and necessary in understanding the nature of culture change, but they tend to neglect the detailed analysis of interaction between persons in cross-cultural settings, especially the manipulative actions and interventions of change agents which are so crucial to any scientific planning for guided change. In short, as a number of recent studies suggest, we need a general frame-work which facilitates analysis both of cultural systems as such and of the actions of change agents in an inter-cultural network of roles—some concepts of changing to supplement current concepts of change. The following model, developed for a study of relationships between health services and personnel, on one hand, and local citizens and their healthways, on the other, is offered as one possible solution to the problem of visualizing cross-cultural interpersonal relationships within broader social and cultural dimensions.

scholarly journals Commentary: A Call for Culture Change in Academic Medicine

2010 ◽  
Vol 85 (4) ◽  
pp. 586-587 ◽  
Author(s):  
Deborah Powell ◽  
James L. Scott ◽  
Michael Rosenblatt ◽  
Paul B. Roth ◽  
Linda Pololi
Keyword(s):  
Culture Change ◽  
Academic Medicine
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